Journal of Cleaner Production: Jawad Abbas, Mustafa Sa Gsan
Journal of Cleaner Production: Jawad Abbas, Mustafa Sa Gsan
Journal of Cleaner Production: Jawad Abbas, Mustafa Sa Gsan
a r t i c l e i n f o a b s t r a c t
Article history: The current study examines the role of knowledge management (KM) in green innovation and corporate
Received 11 March 2019 sustainable development (CSD) activities. The researcher collected data from lower, middle and upper-
Received in revised form level managers of small, medium and large-sized manufacturing and services firms located in
30 April 2019
Pakistan. The data was analysed through structural equation modelling (SEM) to investigate how KM
Accepted 3 May 2019
Available online 3 May 2019
processes, namely knowledge creation, acquisition, sharing and application, impact on green technology
and green management innovation and environment, social and economic aspects of sustainability. As
per the results, KM significantly impacts on green innovation and CSD activities. Green innovation also
Keywords:
Knowledge management
indicated significant positive impact on CSD. The dimensional analysis indicated that with the exception
Sustainability of knowledge creation and acquisition, which indicated an insignificant impact on social sustainability,
Green innovation all the paths indicated significant results. Moreover, KM is found as equally important for all sizes
Green environment manufacturing and services firms.
Organizational strategy © 2019 Elsevier Ltd. All rights reserved.
Green development
https://doi.org/10.1016/j.jclepro.2019.05.024
0959-6526/© 2019 Elsevier Ltd. All rights reserved.
612 J. Abbas, M. Sagsan / Journal of Cleaner Production 229 (2019) 611e620
address not only technological innovation, but also administrative theory’ and ‘theory of sustainable development’ as its foundation.
innovation (Li et al., 2018). Siva et al. (2016) and Qi et al. (2010)
classified green innovation into two categories, namely green 2.1. Theory of KM
technology innovation (GTI) and green management innovation
(GMI). GTI aims for integrating environmental knowledge with According to Bolisani and Bratianu (2018), knowledge is an ab-
technology. Through GTI, firms introduce new or improve the stract concept that is free from the tangible world, and has two
existing products or processes that help to save raw material, en- forms, namely explicit knowledge and tacit knowledge. Explicit
ergy and resources, and develop harmony between environment, knowledge is any knowledge that can be codified, verbalized,
economy and production processes (Fernando et al., 2019). In GMI, transferred, and articulated. Usually, explicit knowledge is in
firms either restructure or adopt new management system which written form, such as written reports, books, and manuals (Ooi,
enables them to improve management and production processes 2014). Tacit knowledge is hidden and unwritten knowledge,
which either eliminate, or reduces negative environmental effects which exists in people’s minds (Maravilhas and Martins, 2019). It is
(Qi et al., 2010). gained with experience and by involving with people. Since it is an
Although a number of researchers have studied KM and SD from unspoken and unwritten, as compared to explicit knowledge, tacit
different perspectives; inadequate attention has been paid to knowledge is difficult to transfer to other persons (Johnson et al.,
exploring the role of KM in achieving SD, particularly with the help 2019). Considering the explicit and tacit forms of knowledge,
of green innovation (Lim et al., 2017). Mardani et al. (2018) and Yang (2008) defined KM as the conversion of tacit knowledge into
Davenport et al. (2018) also highlighted the need for enriching the explicit knowledge which enables the transfer of knowledge within
limited literature on KM, green innovation and corporate sustain- the firm without any obstacle.
able development (CSD). There are even few studies that have used The current study uses four dimensions of KM, namely knowl-
the multivariate statistical technique followed by structural equa- edge creation, acquisition, sharing, and application. In view of Lee
tion modelling (SEM) to investigate the causal relationship be- and Wong (2015), knowledge creation involves the creation of
tween the variables in manufacturing as well as the services new notions and concepts by interacting with people through tacit
industries in Pakistan. To fill this gap, the current study analyses the and explicit knowledge. Considering the changing customer pref-
multi-dimensional relationship between KM, green innovation and erences and dynamic business environment, organizations have to
CSD and examines how KM processes impact on green innovation acquire knowledge from employees, customers, and suppliers, so
and CSD activities. Considering the significance of contextual fac- that they can continuously improve the quality of their products
tors, the researcher took organizational size and industry category and services (Qasrawi et al., 2017). The acquisition of knowledge
as control variables. will also enable firms to capitalize on their strengths and review
According to Prajogo (2005), two noteworthy differences exist their weaknesses (Albort-Morant et al., 2018). The acquired
in the operational practices of manufacturing and services in- knowledge must be shared with colleagues, particularly those in
dustries: first, the output of the manufacturing industry is tangible relevant departments (Jarrahi, 2018). Learning organizations
in comparison to the service industry, which is intangible and encourage their employees to actively participate in different
heterogeneous. Secondly, these two industries operate in two organizational issues. Employee participation not only enables the
different systems; for example, the delivery and consumption management to analyse problems from different perspectives, but
process in the service industry occurs at the same time, which also helps in proposing viable solutions. Finally, the acquired and
contradicts the manufacturing sector. The second control variable shared knowledge must be applied in the relevant areas so that
of the study is firm size. Firm size is taken as a control variable improvements in the processes can be made. Fig. 1 visualise the
because, in comparison to small and medium-size firms, larger conceptual framework of the study.
organizations have more resources. Similarly, larger firms may
work differently to medium firms and this can explain the KM, 2.2. Theory of SD
green innovation and SD in a different manner. Firms with less than
fifty employees are taken as small, those with fifty to two hundred The roots of the theory of SD are linked with the “Brundtland
employees are taken as medium, and those having more than two Commission” report titled “Our Common Future”, presented at the
hundred employees are considered as large-sized firms. Ooi (2014) United Nations General Assembly in 1987 (UN, 1987). The report
also followed similar technique in his study. highlighted the issues pertaining to economic development and
Considering the above discussion, the current study focuses on environmental stability, and defined SD as “the development which
answering the following questions: fulfils the present generation’s needs without compromising future
generation’s ability to fulfils their needs”. In 1992, Munasinghe
What is the role of KM in green innovation and CSD? added the third approach to SD, namely social sustainability
Do the contextual factors, such as organizational size and in- (Munasinghe, 1992); hence, the overall aim of CSD is to achieve
dustry category, significantly impact on CSD activities? economic, social, and environmental sustainability by integrating
all approaches in the decision making process. The concepts of SD
This study will expand the inadequate literature on the rela- also relate to a modern and multidisciplinary approach called the
tionship between KM, green innovation and CSD, and the findings green theory which states that firms should focus on adopting
will provide valuable insights to the managers of manufacturing green management strategies and capitalize on modern technology
and services industries in regard to how they can achieve their SD to develop environment-friendly products and services. In 1994,
goals by benefiting from KM and green innovation. The remaining John Elkington coined the term Triple Bottom Line (TBL) for SD
sections of this article discuss the theory and hypotheses, followed (Elkington, 2018). Later, some other researchers, such as Shahzad
by research methodology, discussion and implications, and et al. (2019) and Hussain et al. (2018) also used this term for SD.
conclusion. The environmental approach of SD focuses on preserving the nat-
ural environment, ensuring clean water and air, least consumption
2. Theory and hypotheses of natural resources (particularly the non-renewable ones), the
production of environment-friendly products, and the reduction of
The current study uses the concepts of ‘knowledge management dangerous gases and liquid emissions (Lucas, 2019). The social
J. Abbas, M. Sagsan / Journal of Cleaner Production 229 (2019) 611e620 613
aspect of SD concentrates on enriching organizational relationship (Davenport et al., 2018). Shahzad et al. (2019) said that organi-
with human and society, and promotes human wellbeing by un- zational knowledge absorptive capacity has a significant impact
derstanding their needs (Guerrero-Villegas et al., 2018). It also aims on their environmental performance. For this reason, KM, with
to promote social and cultural life and ensure social development, the help of knowledge workers, can strengthen the sustainability
social equity, human and labour rights, social support and justice. of firms. Although a number of researchers, such as Breznik
The economic approach of organizational SD relates to maximizing (2018), Brix (2017) and Yusr et al. (2017) have highlighted the
profit by increasing sales and reducing operational costs. importance of KM with respect to general innovation and orga-
nizational performance, limited attention has been given to the
role of KM in CSD. Therefore, the first principal hypothesis of the
2.3. KM and CSD study is:
KM is a process through which organizations ensure that their H1. KM significantly impacts on CSD
employees have the right information in the right format at the
right time (Ooi, 2014). Khodadadi and Feizi (2015) stated two as-
pects of KM, namely people management and information man- 2.4. Green innovation
agement. The people management aspect deals with tacit
knowledge concerning abilities and skills, while information Green innovation is a mean through which firms eliminates or
management deals with explicit knowledge and supports firms in minimizes the negative impact of their operations on the envi-
becoming more competitive and creative. In the knowledge-based ronment (Fernando et al., 2019). It is the invention in products,
society, the relationship between KM and SD has become particu- processes, technologies and management structures which aims to
larly important as, according to Maravilhas and Martins (2019), protect the natural environment (Li et al., 2017) by minimizing the
knowledge is the main driving force for individual, organizational, resources consumption, controlling waste and pollution (Rossiter
and national development. Breznik (2018) said that organizations and Smith, 2018). GTI incorporates environmental science with
that base their operations on knowledge are not only more inno- technology to improve existing or invent new products or pro-
vative, but are also capable of exploring new directions of cesses and curb the harmful impact of business operations (Butt,
sustainability. 2016). Xie et al. (2019) further divided GTI into green process and
To counter the negative impact of organizations’ operations on green product innovation. The aim of green process innovation is to
the natural environment, the United Nations Global Compact bring improvements in production processes through which raw
(UNGC) has urged all businesses, particularly those in material is converted into a useable product (Albort-Morant et al.,
manufacturing, to follow environment-friendly processes and 2016). Such improvements aim for minimizing the natural re-
benefit from the latest technologies so that resources can be uti- sources consumption, capitalisation of renewable resources and
lized in efficient manners (UNGC, 2018). KM, particularly knowl- minimizing the waste (Rossiter and Smith, 2018). Green product
edge sharing and research and development (R&D) activities are innovation focuses on modifying existing products design or de-
the fundamental tools which enable firms to develop new tech- velops new products which use renewable or non-toxic material in
nologies (Habib et al., 2019). Dynamic organizations use such the production process, so that not only energy efficiency can be
technologies to develop new or improve the existing products and achieved, but disposal impact on the environment can also be
processes, so that organizational performance can be enhanced not reduced (Zhang et al., 2019).
only from economic perspectives, but also from environmental and GMI is the firms’ adoption of new management structure, sys-
social perspectives (Stanovcic et al., 2015). tem and strategies through which they aim for improving pro-
In the context of sustainability, KM is primarily responsible for duction processes (Li et al., 2018). Such improvements enable firms
creating and using knowledge resources in a sustainable manner to gain economic benefits and ensure minimization of environment
by taking into account the social, environmental, and economic hazardous activities (Siva et al., 2016). Firms can achieve GMI goals
aspects (Lim et al., 2017). The learning organization place by implementing management policies and systems related to the
emphasis on combining KM strategies with overall organizational environment (Qi et al., 2012), such as ISO 14001. According to
strategies so that sustainability can be achieved in all aspects Albort-Morant et al. (2016), firms pioneering GTI and GMI have a
614 J. Abbas, M. Sagsan / Journal of Cleaner Production 229 (2019) 611e620
tendency to enjoy a number of competitive advantages, such as the more employees are familiar with each other, the greater the
customer trust, loyalty and enhanced profitability. probability that their productivity will be enhanced. The acqui-
KM has central importance in the innovation processes as it sition of knowledge from external sources refers to knowledge
provides a foundation for research and analysis activities (Sesay acquired from customers, competitors, suppliers, partners, and
et al., 2018). Breznik (2018) analysed the impact of KM on experts (Mothe et al., 2017). The aim of knowledge acquisition is
organizational innovation and concluded that it triggers firm’s to understand customers’ needs and their experience with
innovation activities. A number of managers believe that inno- organizational products and services. By doing so, organizations
vation activities mediate the relationship between organizational make relevant changes so that customers’ satisfaction can be
social sustainability and organizational performance (Guerrero- achieved, leading to enhanced economic sustainability
Villegas et al., 2018). However, according to Li et al. (2018), to (Wijethilake, 2017). According to Shahzad et al. (2019), an orga-
promote green innovation, the government should encourage, nization’s ability to acquire and absorb knowledge positively
facilitate and support firms to innovate, as it will enable them to impacts on its financial performance. Similarly, Sztangret (2017)
produce high-quality goods and services while consuming the stated that to achieve SD goals, firms must utilize acquired
least amount of natural resources. Considering the above dis- knowledge in their operations. Hence, the following hypotheses
cussion on KM, green innovation and CSD, the following hy- can be proposed:
potheses are proposed:
H4f. Knowledge acquisition activities significantly impact on
H2. KM significantly impacts on green innovation organizational environmental sustainability
H3. Green innovation significantly impacts on CSD H4g. Knowledge acquisition activities significantly impact on
organizational social sustainability
To understand this relationship in detail, the study explores the
dimensional relationship between the KM, green innovation and H4h. Knowledge acquisition activities significantly impact on
CSD and proposes the sub-hypotheses. organizational economic sustainability
H4i. Knowledge acquisition activities significantly impact on
2.4.1. Knowledge creation green technology innovation
Knowledge creation is the result of interaction between
knowledge and the act of knowing, which is done through action, H4j. Knowledge acquisition activities significantly impact on
practice, and interacting with people (Maravilhas and Martins, green management innovation
2019). It is crucial for firms to allocate adequate resources for
creating new knowledge as it will enhance their innovation capa-
bilities and development of new technologies (Habib et al., 2019),
which ultimately will facilitate firms to achieve sustainability 2.4.3. Knowledge sharing
(UNGC, 2018). Dynamic firms facilitate knowledge creation envi- Knowledge sharing is the process through which explicit or
ronment by encouraging their employees to share their knowledge tacit knowledge is communicated to an individual or group of
(Jarrahi, 2018), provide a system, such as an infrastructure and in- people (Jarrahi, 2018). It is a popular mean of social interaction
formation, which enables them to practice the creation of new in organizations, which enables workers to solve problems in a
knowledge, and offer financial and non-financial rewards to em- creative manner (Attia and Salama, 2018) and provides excel-
ployees who introduce new ideas or solutions (Chatzoudes et al., lent support for designing strategies, making decisions and
2015). Knowledge-intensive organizations aim to achieve the effi- building a learning environment (Bolisani and Bratianu, 2018).
cient utilization of resources and tend to follow environment- Knowledge sharing significantly enhances workers’ explicit and
friendly processes (Albort-Morant et al., 2018). Such organizations tacit knowledge, resulting in reduced errors and mistakes, and
not only encourage and facilitate the process of green product improved operational and economic sustainability (Maravilhas
development, but also constantly consider the impact of their op- and Martins, 2019). Dynamic firms take knowledge sharing as
erations on the environment (Tseng, 2014). Hence, the following their social responsibility and regularly participate in social
hypotheses can be proposed: awareness programs (Khodadadi and Feizi, 2015). To promote
collective innovation and a win-win culture, learning organi-
H4a. Knowledge creation activities significantly impact on zations make their experimental results’ public so that other
corporate environmental sustainability organizations can use such information for creative purposes
H4b. Knowledge creation activities significantly impact on (Al-Busaidi and Olfman, 2017). A number of organizations
corporate social sustainability share the details of their manufacturing processes to ensure
transparency in their operations and gain customer trust
H4c. Knowledge creation activities significantly impact on (Lucas, 2019). Therefore, the following hypotheses are
corporate economic sustainability proposed;
H4d. Knowledge creation activities significantly impact on green H4k. Knowledge sharing activities significantly impact on orga-
technology innovation nizational environmental sustainability
H4e. Knowledge creation activities significantly impact on green H4l. Knowledge sharing activities significantly impact on orga-
management innovation nizational social sustainability
H4m. Knowledge sharing activities significantly impact on orga-
2.4.2. Knowledge acquisition nizational economic sustainability
Knowledge acquisition refers to organizational activities to
H4n. Knowledge sharing activities significantly impact on green
acquire, extract, and organize knowledge from different sources
technology innovation
(Attia and Salama, 2018). According to Qasrawi et al. (2017), the
majority of employees acquire knowledge from internal sources, H4o. Knowledge sharing activities significantly impact on green
such as team members and other colleagues. This indicates that management innovation
J. Abbas, M. Sagsan / Journal of Cleaner Production 229 (2019) 611e620 615
Table 2
Reliability and validity of the instrument.
a b
Construct Items Factor Loading Ranges Composite Reliability AVE
Table 4
Model fit measures.
The goodness of fit measures CMIN/DF NFI GFI AGFI CFI TLI RMSEA SRMR
Recommended value 3a 0.9b 0.9b 0.9b 0.9b 0.9b 0.08c 0.08d
Measurement model 1.099 0.926 0.917 0.902 0.948 0.953 0.026 0.0443
Structural model 1.166 0.951 0.976 0.964 0.958 0.961 0.033 0.0342
a
(Bagozzi and Yi, 1988).
b
(Bagozzi and Yi, 1988; Bentler and Bonett, 1980; Bollen, 1986).
c
(Browne and Cudeck, 1992).
d
(Hu and Bentler, 1998).
industries need to pay more attention to KM processes to achieve perception, researchers should use the hard data of the orga-
GTI and environmental sustainability since they consume more nizations, such as annual financial reports. The data for the
natural resources to produce their products. current study was collected from firms located in Lahore, Kar-
achi, Islamabad, Faisalabad and Sialkot cities in Pakistan. The
researchers recommend expanding the region of the study by
4.1. Research implications
including other cities and countries.
The current research provides a number of implications to
manufacturing and services industries. Firstly, it highlights the
relationship between KM and CSD, and explains how KM pro- 5. Conclusion
cesses facilitate organizations to achieve SD goals. The study
suggests that to achieve SD, organizations should ensure the The present research used the concepts of the theory of KM and
implementation of all KM processes. Secondly, the current study the theory of SD to analyse the multidimensional relationship be-
highlights the important role of green innovation which facili- tween KM, green innovation and CSD. Using four KM practices,
tates organizations to achieve SD through KM. Through green namely knowledge creation, acquisition, sharing and application,
innovation, firms introduce new technologies which enable their and three SD practices, namely environment, social and economic
workers to produce high quality and environment-friendly sustainability, the researcher investigated how KM processes
products and services leading to economic and environmental impact on green innovation and CSD practices. As per the results,
sustainability. The current study also provides confidence to the KM has a significant impact on organizational green innovation and
managers of small and medium-size firms that they can reap CSD performance, and green innovation has a significant impact on
similar benefits from KM as being enjoyed by large firms for CSD. Moreover, with exception of knowledge creation which indi-
achieving CSD. cated insignificant impact on social sustainability and GMI, and
The current study also has multiple theoretical implications. knowledge acquisition which indicated the insignificant impact on
Firstly, this research enriches the limited literature on the rela- social sustainability, all KM dimensions indicated a significant
tionship between KM, CSD and green innovation. Using multivar- impact on green innovation and CSD of manufacturing and services
iate statistical technique, followed by SEM, the study examines the firms in Pakistan.
inadequately studied multidimensional relationship between KM
and CSD based on KM theory and SD theory, and explains how KM
facilitates SD activities in small, medium and large size
Funding
manufacturing and service firms in Pakistan. Secondly, it highlights
the important role of green innovation in the relationship between
This research did not receive any specific grant from funding
KM and SD, and has earlier never been studied. This study also
agencies in the public, commercial, or not-for-profit sectors.
highlights the importance of implementing all four dimensions of
KM to enhance green innovation capabilities and achieving CSD
goals.
Conflicts of interest
4.2. Research limitations
The researcher declares no conflict of interest.
The current study also has few limitations. The researcher
collected data only from lower, middle and senior managers,
and ignored operational staff; however, their opinion can give Acknowledgement
valuable insights. Hence, in future, researchers should include
them to further explore the topic. Secondly, the data was The authors would like to thank Prof. Dr. Simon Thompson
collected by inviting the managers to operationalize the for his valuable suggestions in completing this manuscript. We
research instrument by considering their organizational activ- are also thankful to Mr Hussain Mehdi, Mr Awais Farooq, Mr
ities; hence, the collected data is based on managers’ percep- Zaman Ahmed and Mr Shayaan Naeem for their support in the
tion, which may have caused bias. Although, the author has data collection. Finally, we would also like to thank the anony-
examined the reliability, the impact of biases cannot be mous reviewers for their comments to further improve this
completely ruled out. Hence, in future, along with managers’ manuscript.
J. Abbas, M. Sagsan / Journal of Cleaner Production 229 (2019) 611e620 619
Appendix
Table 5
Results of hypothesis testing
*p 0.05; **p 0.01; KM ¼ knowledge management; CSD ¼ corporate sustainable development; KC ¼ knowledge creation; KAC ¼ knowledge acquisition; KS ¼ knowledge
sharing; KAP ¼ knowledge application; ENS ¼ environmental sustainability; SOS ¼ social sustainability; ECS ¼ economic sustainability; GI ¼ green innovation; FS ¼ firm size;
Ind. Typ ¼ industry type; GTI ¼ green technology innovation; GMI ¼ green management innovation.
References Breznik, K., 2018. Knowledge management efrom its inception to the Innova-
tionLinkage. In: Procedia - Social and Behavioral Sciences. Presented at the SIM
2017/14th International Symposium in Management. Elsevier, Slovenia,
Albort-Morant, G., Leal-Mill an, A., Cepeda-Carrio n, G., 2016. The antecedents of
pp. 141e148.
green innovation performance: a model of learning and capabilities. J. Bus. Res.
Brix, J., 2017. Exploring knowledge creation processes as a source of organizational
69, 4912e4917.
learning: a longitudinal case study of a public innovation project. Scand. J.
Albort-Morant, G., Leal-Rodríguez, A.L., De Marchi, V., 2018. Absorptive capacity and
Manag. 33, 113e127.
relationship learning mechanisms as complementary drivers of green innova-
Browne, M.W., Cudeck, R., 1992. Alternative ways of assessing model fit. Socio.
tion performance. J. Knowl. Manag. 22, 432e452.
Methods Res. 21, 230e258.
Al-Busaidi, A.K., Olfman, L., 2017. Knowledge sharing through inter-organizational
Butt, A., 2016. What Is Green Technology and its Benefits? [WWW Document]. US
knowledge sharing systems. VINE J. Inf. Knowl. Manag. Syst. 47, 110e136.
Green Technology accessed 2.26.19. https://usgreentechnology.com/green-
Attia, A., Salama, I., 2018. Knowledge management capability and supply chain
technology/.
management practices in the Saudi food industry. Bus. Process Manag. J. 24,
Cancino, C.A., La Paz, A.I., Ramaprasad, A., Syn, T., 2018. Technological innovation for
459e477.
sustainable growth: an ontological perspective. J. Clean. Prod. 179, 31e41.
Awang, Z., 2012. A Handbook on Structural Equation Modeling Using AMOS. Uni-
Chatzoudes, D., Chatzoglou, P., Vraimaki, E., 2015. The central role of knowledge
versiti Technologi MARA Press, Malaysia.
management in business operations: developing a new conceptual framework.
Bagozzi, R.R., Yi, Y., 1988. On the evaluation of structural equation models. J. Acad.
Bus. Process Manag. J. 21, 1117e1139.
Mark. Sci. 16, 074e094.
Chen, Y.S., Lin, Y.H., Lin, C.Y., Chang, C.W., 2015. Enhancing green absorptive ca-
Bansal, P., 2005. Evolving sustainably: a longitudinal study of corporate sustainable
pacity, green dynamic capacities and green service innovation to improve firm
development. Strat. Manag. J. 26, 197e218.
Pereira, R., 2017. A knowledge management performance: an analysis of Structural Equation Modeling (SEM). Sustainability
Bar~
ao, A., de Vasconcelos, J.B., Rocha, A.,
(Switzerland) 7, 15674e15692.
approach to capture organizational learning networks. Int. J. Inf. Manag. 37,
Darroch, J., 2003. Developing a measure of knowledge management behaviors and
735e740.
practices. J. Knowl. Manag. 7, 41e54.
Bentler, P.M., Bonett, D.G., 1980. Significance tests and goodness of fit in the analysis
Davenport, M., Delport, M., Blignaut, J.N., Hichert, T., van der Burgh, G., 2018.
of covariance structures. Psychol. Bull. 88, 588e606.
Combining theory and wisdom in pragmatic, scenario-based decision support
Bolisani, E., Bratianu, C., 2018. The elusive definition of knowledge. In: Emergent
for sustainable development. J. Environ. Plan. Manag. https://doi.org/10.1080/
Knowledge Strategies: Strategic Thinking in Knowledge Management. Springer
09640568.2018.1428185.
International Publishing, Cham, pp. 1e22.
Elkington, J., 2018. 25 Years Ago I Coined the Phrase “Triple Bottom Line.” Here’s
Bollen, K.A., 1986. Sample size and Bentler and Bonett’s Nonnormed fit index.
Why It’s Time to Rethink it. [WWW Document]. Harvard Business Review
Psychometrika 51, 375e377.
620 J. Abbas, M. Sagsan / Journal of Cleaner Production 229 (2019) 611e620
accessed 10.4.19. https://hbr.org/2018/06/25-years-ago-i-coined-the-phrase- Mulhim, A.F., 2017. The effects of knowledge creation process on organizational
triple-bottom-line-heres-why-im-giving-up-on-it. performance: evidence from Saudi banking sector. Int. J. Manag. Sci. Bus. Res. 6,
Fernando, Y., Jabbour, C.J.C., Wah, W.X., 2019. Pursuing green growth in technology 1e12.
firms through the connections between environmental innovation and sus- Munasinghe, M., 1992. Environmental Economics and Sustainable Development
tainable business performance: does service capability matter? Resour. Con- (UN Earth Summit). World Bank, Washington DC.
serv. Recycl. 141, 8e20. Ooi, K.B., 2014. TQM: a facilitator to enhance knowledge management? A structural
Fornell, C., Larcker, D.F., 1981. Evaluating structural equation models with unob- analysis. Expert Syst. Appl. 41, 5167e5179.
servable variables and measurement Error. J. Mark. Res. 18, 39e50. Peterson, R.A., 1994. Meta-analysis of alpha Cronbach ’ s coefficient. J. Consum. Res.
Guerrero-Villegas, J., Sierra-García, L., Palacios-Florencio, B., 2018. The role of sus- 21, 381e391.
tainable development and innovation on firm performance. Corp. Soc. Podsakoff, P.M., MacKenzie, S.B., Podsakoff, N.P., 2012. Sources of method bias in
Responsib. Environ. Manag. 25, 1350e1362. social science research and recommendations on how to control it. Annu. Rev.
Habib, M., Abbas, J., Noman, R., 2019. Are human capital, intellectual property Psychol. 63, 539e569.
rights, and research and development expenditures really important for total Prajogo, D.I., 2005. The comparative analysis of TQM practices and quality perfor-
factor productivity? An empirical analysis. Int. J. Soc. Econ. https://doi.org/10. mance between manufacturing and service firms. Int. J. Serv. Ind. Manag. 16,
1108/IJSE-09-2018-0472. 217e228.
Hair, J.F., Anderson, R.E., Tatham, R.L., Black, W.C., 2010. Multivariate Data Analysis, Prajogo, D.I., Cooper, B.K., 2010. The effect of people-related TQM practices on job
seventh ed. Pearson, Upper Saddle River, NJ. satisfaction: a hierarchical model. Prod. Plann. Contr.: Manag. Oper. 21, 26e35.
Hinkin, T.R., 1998. A brief tutorial on the development of measures for use in survey Qasrawi, B.T., Almahamid, S.M., Qasrawi, S.T., 2017. The impact of TQM practices and
questionnaires. Organ. Res. Methods 1, 104e121. KM processes on organisational performance: an empirical investigation. Int. J.
Hoelter, J.W., 1983. The analysis of covariance structures: goodness-of-fit indices. Qual. Reliab. Manag. 34, 1034e1055.
Socio. Methods Res. 11, 325e344. Qi, G., Zeng, S., Li, X., Tam, C., 2012. Role of internalization process in defining the
Hu, L., Bentler, P.M., 1998. Fit indices in covariance structure modeling: sensitivity to relationship between ISO 14001 certification and corporate environmental
under-parameterized model misspecification. Psychol. Methods 3, 424e453. performance. Corp. Soc. Responsib. Environ. Manag. 19, 129e140.
Hussain, N., Rigoni, U., Orig, R.P., 2018. Corporate governance and sustainability Qi, G.Y., Shen, L.Y., Zeng, S.X., Jorge, O.J., 2010. The drivers for contractors’ green
performance: analysis of triple bottom line performance. J. Bus. Ethics 149, innovation: an industry perspective. J. Clean. Prod. 18, 1358e1365.
411e432. Rossiter, W., Smith, D.J., 2018. Green innovation and the development of sustainable
Jarrahi, M.H., 2018. Social Media, Social Capital, and Knowledge Sharing in Enter- communities: the case of Blueprint Regeneration’s Trent Basin development.
prise, vol. 20. IT Professional, pp. 37e45. Int. J. Entrep. Innov. 19, 21e32.
Johnson, T.L., Fletcher, S.R., Baker, W., Charles, R.L., 2019. How and why we need to Sesay, B., Yulin, Z., Wang, F., 2018. Does the national innovation system spur eco-
capture tacit knowledge in manufacturing: case studies of visual inspection. nomic growth in Brazil, Russia, India, China and South Africa economies? Evi-
Appl. Ergon. 74, 1e9. dence from panel data. S. Afr. J. Econ. Manag. Sci. 21, 1e12.
Kam-sing Wong, S., 2012. The influence of green product competitiveness on the Shahzad, M., Ying, Q., Ur Rehman, S., Zafar, A., Ding, X., Abbas, J., 2019. Impact of
success of green product innovation: empirical evidence from the Chinese knowledge absorptive capacity on corporate sustainability with mediating role
electrical and electronics industry. Eur. J. Innov. Manag. 15, 468e490. of CSR: analysis from the asian context. J. Environ. Plan. Manag. https://doi.org/
Kaynak, H., 2003. The relationship between total quality management practices and 10.1080/09640568.2019.1575799.
their effects on firm performance. J. Oper. Manag. 21, 405e435. Siva, V., Gremyr, I., Bergquist, B., Garvare, R., Zobel, T., Isaksson, R., 2016. The support
Khodadadi, M., Feizi, M., 2015. The impact of knowledge management on social of Quality Management to sustainable development: a literature review.
responsibility at social security organization in East Azarbaijan province. Kuwait J. Clean. Prod. 138, 148e157.
Chapter Arabian J. Bus. Manag. Rev. 4, 165e169. Stanovcic, T., Pekovic, S., Bouziri, A., 2015. The effect of knowledge management on
Kopnina, H., 2015. Sustainability in environmental education: new strategic environmental innovation: the empirical evidence from France. Baltic J. Manag.
thinking. Environ. Dev. Sustain. 17, 987e1002. 10, 413e431.
Lee, C.S., Wong, K.Y., 2015. Development and validation of knowledge management Sztangret, I.B., 2017. Corporate social responsibilty through knowledge manage-
performance measurement constructs for small and medium enterprises. ment on the example of IT products’ sector. Annales Universitatis Mariae Curie-
J. Knowl. Manag. 19, 711e734. Skłodowska, sectio H, Oeconomiactio H, Oeconomia 51, 253.
Lee, V.H., Ooi, K.B., Tan, B.I., Chong, A.Y.L., 2010. A structural analysis of the rela- Tseng, S.M., 2014. The impact of knowledge management capabilities and supplier
tionship between TQM practices and product innovation. Asian J. Technol. relationship management on corporate performance. Int. J. Prod. Econ. 154,
Innovat. 18, 73e96. 39e47.
Li, D., Zhao, Y., Zhang, L., Chen, X., Cao, C., 2018. Impact of quality management on Turker, D., 2009. Measuring corporate social responsibility: a scale development
green innovation. J. Clean. Prod. 170, 462e470. study. J. Bus. Ethics 85, 411e427.
Li, D., Zheng, M., Cao, C., Chen, X., Ren, S., Huang, M., 2017. The impact of legitimacy UN, 1987. Report of the World Commission on Environment and Development: Our
pressure and corporate profitability on green innovation: evidence from China Common Future. Development and International Co-operation), Environment,
top 100. J. Clean. Prod. 141, 41e49. Oslo, Norway.
Lim, M.K., Tseng, M.L., Tan, K.H., Bui, T.D., 2017. Knowledge management in sus- UNGC, 2018. United Nations Global Compact. United Nations, New York.
tainable supply chain management: improving performance through an inter- Wang, C.L., Ahmed, P.K., Rafiq, M., 2008. Knowledge management orientation:
pretive structural modelling approach. J. Clean. Prod. 162, 806e816. construct development and empirical validation. Eur. J. Inf. Syst. 17, 219e235.
Lucas, M.T., 2019. Understanding environmental management practices: integrating Wijethilake, C., 2017. Proactive sustainability strategy and corporate sustainability
views from strategic management and ecological economics. Bus. Strateg. En- performance: the mediating effect of sustainability control systems. J. Environ.
viron. 19, 543e556. Manag. 196, 569e582.
Lutchen, K.R., 2018. Why Companies and Universities Should Forge Long-Term Wong, S.K.S., 2013. Environmental requirements, knowledge sharing and green
Collaborations [WWW Document]. Harvard Business Review accessed 7.2.19. innovation: empirical evidence from the electronics industry in China. Bus.
https://hbr.org/2018/01/why-companies-and-universities-should-forge-long- Strateg. Environ. 22, 321e338.
term-collaborations. Xie, X., Huo, J., Zou, H., 2019. Green process innovation, green product innovation,
Maravilhas, S., Martins, J., 2019. Strategic knowledge management a digital envi- and corporate financial performance: a content analysis method. J. Bus. Res.
ronment: tacit and explicit knowledge in Fab Labs. J. Bus. Res. https://doi.org/10. https://doi.org/10.1016/j.jbusres.2019.01.010.
1016/j.jbusres.2018.01.061. Yang, J., 2008. Managing knowledge for quality assurance. An empirical study. Int. J.
Mardani, A., Nikoosokhan, S., Moradi, M., Doustar, M., 2018. The relationship be- Qual. Reliab. Manag. 25, 109e124.
tween knowledge management and innovation performance. J. High Technol. Yu, Y., Huo, B., 2019. The impact of environmental orientation on supplier green
Manag. Res. 29, 12e26. management and financial performance: the moderating role of relational
Molina, L.M., Llorens-Montes, J., Ruiz-Moreno, A., 2007. Relationship between capital. J. Clean. Prod. 211, 628e639.
quality management practices and knowledge transfer. J. Oper. Manag. 25, Yusr, M.M., Mokhtar, S.S.M., Othman, A.R., Sulaiman, Y., 2017. Does interaction be-
682e701. tween TQM practices and knowledge management processes enhance the
Mothe, C., Nguyen-Thi, U.T., Triguero, A., 2017. Innovative products and services innovation performance? Int. J. Qual. Reliab. Manag. 34, 955e974.
with environmental benefits: design of search strategies for external knowl- Zhang, D., Rong, Z., Ji, Q., 2019. Green innovation and firm performance: evidence
edge and absorptive capacity. J. Environ. Plan. Manag. 1e21, 0568. from listed companies in China. Resour. Conserv. Recycl. 144, 48e55.